Scenario Outline Quotes

Read the following chain of events and see whether a similar pattern might apply to other toxic products that were reported in the news during your lifetime: 1. Workers were told that the paint was nontoxic, although there was no factual basis for this declaration. The employers discounted scientists. The workers believed their superiors. 2. Health complaints were made in ever-increasing frequency. It became obvious that something was seriously wrong. 3. U.S. Radium and other watch-dial companies began a campaign of disinformation and bogus medical tests - some of which involved X-rays and may even have made the condition worse. 4. Doctors, dentists, and researchers complied with U.S. Radium's and other companies' requests and refused to release their data to the public. 5. Medical professionals also aided the companies by attributing worker deaths to other causes. Syphilis was often cited as the diagnosis, which had the added benefit to management of being a smear on the victims' reputations. 6. One worker, Grace Fryer, decided to sue U.S. Radium. It took Fryer two years to find a lawyer who was willing to take on U.S. Radium. Only four other workers joined her suit; they became known as the "Radium Girls." 7. In 1928, the case was settled in the middle of the trial before it went to the jury for deliberation. The settlement for each of the five "Radium Girls" was $10,000 (the equivalent of $124,000 in 2009 dollars), plus $600 a year while the victim lived and all medical expenses. Remember the general outline of this scenario because you will see it over and over again: The company denies everything while the doctors and researchers (and even the industrial hygienists) in the company's employ support the company's distorted version of the facts. Perhaps one worker in a hundred will finally pursue justice, one lawyer out of the hundreds of thousands in the United States will finally step up to the plate, and the case will be settled for chump change.

You only like white guys?” “Stop that,” I say through gritted teeth. “What?” he says, getting all serious. “It’s the truth, ain’t it?” Mrs. Peterson appears in front of us. “How’s that outline coming along?” she asks. I put on a fake smile. “Peachy.” I pull out the research I did at home and get down to business while Mrs. Peterson watches. “I did some research on the hand warmers last night. We need to dissolve sixty grams of sodium acetate and one hundred millimeters of water at seventy degrees.” “Wrong,” Alex says. I look up and realize Mrs. Peterson is gone. “Excuse me?” Alex folds his arms across his chest. “You’re wrong.” “I don’t think so.” “You think you’ve never been wrong before?” He says it as if I’m a ditzy blond bimbo, which sets my blood to way past boiling. “Sure I have,” I say. I make my voice sound high and breathless, like a Southern debutante. “Why, just last week I bought Bobbi Brown Sandwash Petal lip gloss when the Pink Blossom color would have looked so much better with my complexion. Needless to say the purchase was a total disaster,” I say. He expected to hear something like that come out of my mouth. I wonder if he believes it, or from my tone realizes I’m being sarcastic. “I’ll bet,” he says. “Haven’t you ever been wrong before?” I ask him. “Absolutely,” he says. “Last week, when I robbed that bank over by the Walgreens, I told the teller to hand over all the fifties he had in the till. What I really should have asked for was the twenties ‘cause there were way more twenties than fifties.” Okay, so he did get that I was putting on an act. And gave it right back to me with his own ridiculous scenario, which is actually unsettling because it makes us similar in some twisted way. I put a hand on my chest and gasp, playing along. “What a disaster.” “So I guess we can both be wrong.” I stick my chin in the air and declare stubbornly, “Well, I’m not wrong about chemistry. Unlike you, I take this class seriously.” “Let’s have a bet, then. If I’m right, you kiss me,” he says. “And if I’m right?” “Name it.” It’s like taking candy from a baby. Mr. Macho Guy’s ego is about to be taken down a notch, and I’m all too happy to be the one to do it.

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Tieken has suggested, on the basis of the problems we have outlined, that all the Sangam poems in the major anthologies were composed to order by poets who were perfectly aware of the fictive nature of their subject (tuṟai) and its context. Thus eighth- or ninth-century poets at the Pandya court, in Tieken’s reconstruction, deliberately composed poems with an internal speaker addressing a far more ancient hero or patron—as if a poet today were to adopt the persona of, say, Christopher Marlowe writing verses for Queen Elizabeth. But there is no need to conjure up such a scenario, with early-medieval court poets busy composing thousands of poems deliberately retrojected into the distant past, using conventional themes as well as invented materials meant to bring these ancient kings and bards to life. Is it not far more economical to imagine a process whereby the poems, many of them very old, all of them self-conscious literary efforts to begin with, survived through a slow process of recording, editorial accretion, and explication? Moreover, the relation of poem to colophon must have been, in many cases, far more intimate than any linear development could account for. There may well have been cases where the text and the colophon are, in a special sense, mutually determining—that is, cases where the poetic situation at work in the poem fits and informs the colophon long before the latter was recorded. Again, there is no need to assume that the “fictive” nature of the colophon means it is false. Quite the contrary may be the case: poem and colophon, though certainly distinct, usually share a single mental template. Fiction often offers a much closer approximation to truth than what passes for fact can give us. It’s also possible that some of the colophons are arbitrary editorial interventions long after the period of composition—that is, that well-known, ancient names were recycled by creative editors. We need to keep an open, critical mind as we investigate these materials.

But she’d been lucky to survive at all. The doomsday scenario Edmund Innes had outlined to her in 1969 hadn’t quite come to pass, but the Service was now a shadow of its former self. She was one of the few survivors of what was still referred to, on the rare occasions it was referred to at all, as ‘The Purge’. The prime minister had been unimpressed by Review Section’s report into Dark and the other traitors and had decided immediate root and branch reform was needed. Dozens of officers had been discreetly ‘retired’ as a result. A Conservative government had been elected a few months later, but any hope it might take a softer line had soon been dispelled by the new prime minister’s insistence that the agency immediately inform him of all the remaining skeletons in its filing cabinets or face the possibility of a full parliamentary inquiry.

Early on, few people would have been more qualified than computer scientist Bill Joy to annunciate these dangers, or to outline the “hell scenario” that could unfold as a result of GRIN.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

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